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PMP Mock Exams
Based on PMBOK 5th Edition
Here are 200 objective type sample questions and their ansers are !iven just belo to them"#his e$am is just to !ive you an idea o% type o% questions hich may be as&ed in PMP
'erti%ication E$ams" Even e have ta&en %ull care to !ive correct ansers %or all the questions
but it is recommended to veri%y these ansers"
(n e$amination you ill !et each question one by one on computer screen
(1) ) business case* hich helps to determine hether a project is orth the investment* is
created on the basis o% the %olloin! e$cept %or
)" Mar&et +emand
B" Ecolo!ical (mpacts
'" ,ocial -eed
+" )vailability o% .unds
)nser/+
Hint/ )vailability o% %unds is not a criterion %or a business case"
(2) ou are in char!e o% developin! a ne product %or an or!ani1ation" our quality metrics are
based on the 0th percentile o% each o% the last three products developed" #his is an e$ample o%/)" ,tatistical samplin!
B" Metrics
'" Benchmar&in!
+" Operational de%initions
)nser/ '
Hint/ PMBOK 5* Pa!e 334* Benchmar&in! de%inition6
(3) #he to closin! procedures are called/
)" 'ontract closure and scope veri%ication
B" 'lose Procurements and 'lose Project
'" Project closure and product veri%ication
+" Project closure and lessons learned
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)nser/ B
Hint/ PMBOK 5* Pa!e 43* #able 783 'losin! Process 9roup
(4) +urin! the develop schedule process* the Project Mana!er may have to !o throu!h several
iterations o% the schedule be%ore establishin! the schedule baseline" )ll o% the %olloin! are tools
and techniques that may be used durin! this process/
)" 'ritical Path Method* 9E:#* :esource :equirements
B" :esource ;evelin! Heuristics* Mathematical )nalysis* 'alendars
'" ,chedule compression* :esource optimi1ation techniques* 'ritical chain method
+" 9E:#* PE:#* ;eads and ;a!s
)nser/'
Hint/ PMBOK 5* Pa!e 43* #able 783 +evelop ,chedule/ #ools < #echniques
(5) =hich o% the %olloin! models o% con%lict resolution allos a coolin! o%% period* but seldom
resolves the issue in the lon! term>
)" Problem solvin!
B" =ithdraal
'" .orcin!
+" ,moothin!
)nser/B
Hint/ =ithdraal is a temporary solution that evades problem8solvin! as much as possible"
(6) (n communication* the receiver decodes the messa!es based on all but the %olloin!/
)" 'ulture
B" ,emantics
'" ;an!ua!e
+" +istance
E" Knoled!e
)nser/ +
Hint/ +istance isn?t amon! the criteria %or interpretin! a messa!e received
(7) Ho much time does the typical project mana!er spend communicatin! both %ormally and
in%ormally>
)" @0840A
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B" 5080A
'" 4080A
+" 58C0A
)nser/ +Hint/ ith and amon! all the sta&eholders includin! sponsor* customers* vendors* project team*
PMO and upper mana!ement"
(8) 9roup brainstormin! encoura!es all o% the %olloin! e$cept/
)" #eam buildin! ) project mana!er %acilitates communication
B" )nalysis o% alternatives
'" 'onver!ent thin&in!
+" Dninhibited verbali1ation
)nser/ '
Hint/ #he objective o% Brainstormin! is to !enerate diverse ideas"
(9) #he critical element in a project?s communication system is the/
)" Pro!ress report
B" Project directive
'" Project mana!er
+" 'ustomer
)nser/ '
Hint/ ) project mana!er %acilitates all project8related communication
(10) ,ystem inte!ration consists o%/
)" )ssurin! that the pieces o% a project come to!ether at the ri!ht time
B" Plannin! %or contin!encies that may occur throu!hout the li%e cycle o% the project
'" #he pieces o% the project %unction as an inte!ration unit
+" a and c
)nser/ +
Hint/ (nte!ration means brin!in! to!ether o% the components"
(11) Per%ormance revies are held to/
)" 'orrect the project mana!er?s mista&es"
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B" Provide %or ansers %or upper levels o% mana!ement
'" #o assess project status or pro!ress
+" #o apprise the project costs and cost trends o% the project
)nser/ 'Hint/ +e%inition o% Per%ormance revies* Pa!e 5@C* PMBOK 5
(12) ) comple$ project ill %it best in hat type o% or!ani1ation>
)" .unctional
B" 'ross8%unctional
'" Matri$
+" Balanced
)nser/'
Hint/ ) matri$ or!ani1ation is best %or comple$ projects because o% the mi$ o% %unctional
e$pertise and project mana!ement %ocus"
(13) =hich o% the %olloin! could be an appropriate =B, code %or a or& pac&a!e at the %ourth
level in a =B, here the top level code is 3"0>
)" 3"@
B" 3"3"3"3
'" 3"2"7"@
+" a and c
E" b and c
)nser/E
Hint/ Both B and ' %ollo the correct %ormat
(14) =hich o% the %olloin! Project ,cope Mana!ement processes involves subdividin! the
major project deliverables into smaller* more mana!eable components>
)" Plan ,cope Mana!ement
B" +e%ine ,cope
'" alidate ,cope
+" 'ontrol ,cope
E" 'reate =B,
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)nser/E
Hint/ Project deliverables are bro&en into or& pac&a!es un 'reate =B, process
(15) #he revie o% &ey deliverables and project per%ormance at the conclusion o% a project phase
is called/
)" phase e$it
B" &ill point
'" sta!e !ate
+" a and c
E" a* b and c
)nser/E
Hint/ PMBOK 5* Pa!e @3* ,ec 2"@"2 Project Phases
(16) Project scope is/
)" )ll the or& that must be done in order to deliver a product accordin! to the speci%ied
%eatures and %unctions* only"
B" #he %eatures and %unctions that are to be included in a product or service"
'" ) narrative description o% or& to be per%ormed under contract"
+" a and b
E" all o% the above
)nser/)
Hint/ Project scope means all the or& and only the or& required to complete the project
success%ully
(17)#he unique identi%iers assi!ned to each item o% a =B, are o%ten &non collectively as/
)" #he or& pac&a!e codes
B" #he project identi%iers
'" #he code o% accounts
+" #he element accounts
)nser/'
Hint/ PMBOK 5* Pa!e 372* =B,
(18) #he sender o% a messa!e is responsible %or/
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)" 'on%irmin! the messa!e is understood
B" Ensurin! the receiver a!rees ith the messa!e
'" ,chedulin! communication e$chan!e
+" Presentin! the messa!e in the most a!reeable manner )nser/ )
Hint/ #he objective o% communication is to ensure that the messa!e is conveyed"
(19) =hat are the best uses o% PE:#/
)" Dsed in the plannin! phase to do F hat i% %or the project"
B" )ssist in the controllin! o% chan!es to the project"
'" (s used in the process o% preparin! a =B, %or the project"
+" #o measure %uture consequences o% activities"
E" a and d"
)nser/ E
Hint/ PMBOK 5* Pa!e 557* ,ee PE:# de%inition
(20) 'han!e requests can occur due to/
)" )n e$ternal event such as a chan!e in !overnment re!ulation"
B" )n error or omission in de%inin! the scope o% the product"
'" )n error or omission in de%inin! the scope o% the project"
+" a and c
E" all o% the above
)nser/E
Hint/ 'han!e requests are made to ensure that the planned outcome o% the project is achieved
(21) ) project mana!ement plan is/
)" ) ) %ormal* approved document used to !uide project e$ecution* monitorin!* and control"
B" ) document issued by senior mana!ement that provides the project mana!er ith the
authority to apply or!ani1ational resources to project activities"
'" ) narrative description o% products or services to be supplied"
+" ) document describin! the or!ani1ational brea&don structure o% the company"
)nser/)
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Hint/ PMBOK 5* Pa!e 557* ,ee Project Mana!ement Plan de%inition
(22) =hich o% the %olloin! is -O# an e$ample o% a type o% schedule report>
)" 9antt chart
B" Milestone chart'" .ishbone dia!ram
+" -etor& dia!ram
)nser/'
Hint/ ) %ishbone dia!ram is meant %or cause and e%%ect analysis"
(23) #he most important criteria in decidin! to initiate a project selection method is/
)" ,ta&eholder?s vision
B" ;o cost opportunity
'" Environmental consideration
+" 'apability
)nser/'
Hint/ PMBOK 5* Pa!e 30* Projects and ,trate!ic Plannin!
(24) =hich o% the %olloin! is correct order %or sta!es in #uc&man ladder>
)" .oamin!* ,teamin!* -ormin!* Per%umin!* +ispersin!
B" .ormin!* ,tormin!* Protectin!* -ormin!* )djournin!
'" .ormin!* ,tormin!* -ormin!* Per%ormin!* )djournin!
+" .ramin!* ,tormin!* -ormin!* Protectin!* )djournin!
)nser/'
Hint/ PMBOK 5* Pa!e 24
(25) #hree major processes in Project Human :esource Mana!ement are/
)" ,ta%% recruitment* project sta%% plannin! and team buildin!
B" Plan H:M* )cquire Project #eam and +evelop Project #eam
'" :eardin!* salary revies and penalties
+" ,ta%% acquisition* sta%% trainin!* sta%% deployment
)nser/B
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Hint/ PMBOK 5* Pa!e 25* .i!ure C83
(26) ) project is de%ined as/
)" ) process o% considerable scope that implements a plan"
B" )n endeavor* hich is planned* e$ecuted* and controlledG per%ormed by peopleG andconstrained by limited resources"
'" ) temporary endeavor underta&en to create a unique product or service"
+" )n objective based e%%ort o% temporary nature"
)nser/'
Hint/ ) project is alays temporary and every project !ives a unique product or service"
(27) =hich o% the %olloin! is not a 9eneral mana!ement technique>
)" Ma&e8or8buy analysis
B" )nalysis o% alternatives
'" )pplyin! PMBOK concepts
+" ;ateral thin&in!
)nser/)
Hint/ )pplication o% PMBOK is project mana!ement
(28) )ccordin! to PMBOK* project mana!ement processes are or!ani1ed into %olloin! order o%
process !roups/
)" (nitiatin!* plannin!* e$ecutin!* monitorin!* and closin!
B" +esi!nin!* developin!* testin!* and implementin!
'" (nitiatin!* desi!nin!* plannin!* e$ecutin!* controllin!* and closin!
+" (nitiatin!* plannin!* e$ecutin!* monitorin! and controllin!* and closin!
)nser/+
Hint/ PMBOK 5* Project Mana!ement Process 9roups
(29) must be measured re!ularly to identi%y variances %rom the plan"
)" ,ta&eholder requirements
B" Project per%ormance
'" ,chedule pro!ress
+" 'ost
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)nser/B
Hint/ Project per%ormance must be measured at re!ular intervals"
(30) ) project &ic& o%% meetin! is usually conducted to/
)" ,etup project team and announce the PM assi!nmentB" #o dra%t project charter
'" Build up team spirit
+" +e%ine project scope and develop =B,
)nser/)
Hint/ ) &ic&8o%% meetin! !ets the project team onboard and announces the mana!er
(31) =hich o% the %olloin! is not an e$ternal8unpredictable ris&>
)" 'han!es in !overnment re!ulations
B" -atural ha1ards
'" Dne$pected environmental side e%%ects
+" (n%lation
)nser/+
Hint/ (n%lation rate is &non and predictablen
(32) Maslo ran&ed Human needs %rom the hi!hest to loest/
)" ,el% actuali1ationG sel% promotionG socialG security and physiolo!ical needs
B" ,el% esteemG sel% actuali1ationG socialG security and physiolo!ical
'" ,el% actuali1ationG sel% esteemG socialG security and physiolo!ical
+" ,el% %ul%illmentG sel% esteemG socialG security and physiolo!ical
)nser/'
Hint/ :e%er )braham Maslo?s hierarchy o% needs"
(33) =hich o% the %olloin! statements concernin! contract type is correct>
)" ) %i$ed price contract contains the most ris& %or the buyer"
B" 'ost reimbursable contracts o%%er sellers the hi!hest pro%it potential"
'" #ime and materials contracts are hybrid o% cost reimbursable and %i$ed8price contracts""
+" Dnit price contracts are ille!al in many jurisdictions"
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)nser/'
Hint/ PMBOK 5* Pa!e 74@ #ime and Material 'ontracts
(34) Her1ber! identi%ied %actors* hich* i% present* ill lead to increased motivation" ) typical
%actor ould be/
)" 9ood supervision
B" Iob security
'" :e!ular promotions
+" 9ood salary
E" ) dental plan
)nser/'
Hint/ :e%er to Her1ber!?s #o .actor #heory
(35) our customer as& %or a small chan!e in the project* hich as not bud!eted in the project"
(t is a small e%%ort as compared to the total project and you need the !oodill %or a multimillion
dollar on the pipeline" ou ill
)" :e%use to do the or&
B" )!ree to do the or& at no char!e
'" +o the or& and bill him later
+" )ssess the cost and schedule impact and tell them you ill %ormali1e the chan!e request
)nser/+
Hint/ (mpact o% every chan!e must be assessed and should !o throu!h chan!e control
(36) ou are responsible %or ensurin! that your seller?s per%ormance meets contractual
requirements" .or e%%ective contract administration* you should/
)" Hold a bidders con%erence
B" Establish the appropriate contract type
'" (mplement the contract chan!e control system
+" +evelop a statement o% or&
)nser/'
Hint/ PMBOK 5* Pa!e 77* ,ec 32"7"2"3 'ontract 'han!e 'ontrol ,ystem
(37) #he three major causes o% chan!e on a project are/
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)" :eplacement o% the project mana!er or &ey project team membersG chan!es in priorities
by senior mana!ementG and contractual di%%iculties""
B" 'han!es in the relative importance o% time* resources* or cost G ne &noled!e about the
deliverableG and technolo!ical uncertainty
'" Errors in the initial assessment o% ho to achieve the !oal o% the projectG ne in%ormationabout the project deliverableG and a ne mandate
+" Dnavailability o% resources promised by the %unctional mana!ersG cost overrunsG and
chan!es in customer requirements
)nser/'
Hint/ ,cope chan!e and estimation errors are the main causes
(38) #he purpose o% the revie o% deliverables and project per%ormance at the conclusion o% a
project phase is to/
)" +etermine ho many resources are required to complete the project accordin! to the
project baseline
B" )djust the schedule and cost baselines based on past per%ormance
'" Obtain customer acceptance o% project deliverables
+" +etermine hether the project should continue to the ne$t phase
)nser/+
Hint/ 'losure o% a project phase is a point to reassess the on!oin! project pro!ress and chan!e or
terminate the project i% necessary" PMBOK 5* Pa!e @3* ,ec 2"@"2
(39) our project is in the %inal test sta!e* the user acceptance test" (t meets all the product specs
and is under planned costs" (n term o% schedule* this project is ahead" our customer met you and
requested that he ill not accept the product unless you ma&e several chan!es" =hat you should
do is/
)" 9et the list o% the chan!es and estimate all o% them" (% the total cost is still ithin the
baseline* you ill do it
B" Estimate the costs and send this to your customer requestin! contract modi%ication
'" )s& the customer to %ile a chan!e request+" ,it ith the customer to revie the product specs and tell himJher that you have
completed the project"
)nser/'
Hint/ )ll the chan!e requests must be made %ormal
(40) #he delphi Method is best suited %or/
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)" +ecision8ma&in!
B" 'ost 'ontrol
'" Overhead rate estimatin!
+" #eam discussions)nser/)
Hint/ (t can be used to vote %or a decision"
(41) =hich o% the %olloin! methods is least li&ely to be used %or e$plainin! project plannin!
!uidelines to the team>
)" Project O%%ice Memo
B" Project o%%ice directive
'" Project team meetin!
+" .ormal project report
)nser/+
Hint/ ) report !ives in%ormation about hat happened and doesn?t tal& about plannin! or !ive
!uidelines or directives"
(42) Projects are initiated in response o%/
)" ,ta&eholder?s pressure
B" Business needs
'" #echnolo!ical obsolescence
+" )ll o% the above
)nser/+
Hint/ )ll those %actors contribute toards project initiation"
(43) #he party that needs the chan!e resultin! %rom the project* and ho ill be its custodian on
completion is the/
)" Oner
B" ,ponsor
'" 'ustomer
+" 'lient
)nser/)
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Hint/ Project oner is the custodian
(44) ) document or tool hich describes hen and ho human resources ill be brou!ht onto
and ta&en o%% the project team is called a/
)" ,ta%%in! Mana!ement Plan
B" :esponsibility )ssi!nment Matri$ :)M 6"
'" Or!ani1ational Brea&don ,tructure OB,6"
+" :esource )ssi!nment 'hart
)nser/)
Hint/ PMBOK 5* Pa!e 245* ,ta%%in! Mana!ement Plan
(45) (n hich type o% or!ani1ation is team buildin! li&ely to be most di%%icult>
)" .unctional
B" Projecti1ed
'" Matri$
+" Project e$pediter
E" Project coordinator
)nser/'
Hint/ #he team members report to multiple mana!ers in matri$ or!ani1ations"
(46) ) tool hich lin&s the project roles and responsibilities to the project scope de%inition iscalled/
)" ,cope +e%inition Matri$
B" :esponsibility )ssi!nment Matri$
'" :oles )ssi!nment Matri$
+" Project ,cope and :oles Matri$
)nser/B
Hint/ PMBOK 5* Pa!e 242 :esponsibility )ssi!nment Matri$
(47) =hich o% the %olloin! are outputs %rom the Plan 'ommunications Mana!ement process>
)" Project records
B" 'ommunications mana!ement plan
'" Per%ormance reports
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+" .ormal acceptance
E" b and c
)nser/B
Hint/ PMBOK 5* Pa!e 2* .i!ure 3083(48) =hich o% the %olloin! statement is correct>
)" Process 9roups are same as Project Phases
B" Each Process 9roup has a mapped Project Phase
'" Process 9roups are not Project Phases
+" Monitorin! and 'ontrol Process 9roup applies only in monitorin! and control phase
E"
)nser/c
Hint/ PMBOK 5* Pa!e @20* )3"7 Project Mana!ement Process 9roups
(49) #he sendin! or conveyin! o% in%ormation %rom one place to another is the process o%/
)" -etor&in!
B" #ransmittin!
'" Encryptin!
+" Promotin!
)nser/B
Hint/ PMBOK 5* Pa!e 2C7* ,ec 30"3"2"7 'ommunication Models
(50) #he three major types o% communication are/
)" =ritten and oral* and verbal and nonverbal"
B" erbal* %ormal documentation* in%ormal documentation"
'" erbal* ritten* and !raphic"
+" erbal* ritten* and electronic"
)nser/)
Hint/ PMBOK 5* Pa!e 2
(51) )ll o% the %olloin! are communication methods E'EP#/
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)" Memos
B" 9rapevine
'" ideos
+" (nstant messa!in!)nser/B
Hint/ PMBOK 5* Pa!e 2C5* ,ec 30"3"2"@
(52) 'ommunication is the P:(ME responsibility o% a Project/
)" Mana!er in a ea& matri$
B" Mana!er in a projecti1ed environment
'" 'oordinator
+" E$peditor
)nser/+
Hint/ PMBOK 5* Pa!e 27
(53) =hat are the %our parts o% the communications model>
)" ,endin!* :eceivin!* +ecodin!* and 'omprehendin!
B" ,ender* Messa!e* Medium* :eceiver
'" 'ommunicator* Messa!e* :eceiver* +ecoder
+" 'ommunicatin!* #ransmittin!* :eceivin!* 'omprehendin!
)nser/B
Hint/ PMBOK 5* Pa!e 2C7* ,ec 30"3"2"7
(54) (n ne!otiations beteen the %unctional department mana!ers and the project mana!ers*
hich con%lict mana!ement approach must be aimed at>
)" =in8;ose
B" =in8=in
'" ;ose8;ose
+" -one o% the above
)nser/B
Hint/ ) project success also contributes to or!ani1ation?s !roth" ) in8in scenario is a pre8
requisite"
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(55) ) leadership style in hich the project mana!er shares problems ith team members and
%ormulates solutions as a !roup is called/
)" )utocratic
B" Persuasive
'" Participative
+" ;aisse18%aire
)nser/'
Hint/ Participative style aims %or team consensus
(56) ) type o% or!ani1ation in hich the project mana!er has little %ormal authority and basically
acts as a sta%% assistant to an e$ecutive ho is ultimately responsible %or the project is called/
)" Balanced matri$
B" =ea& matri$
'" Projecti1ed
+" ,tron! matri$
)nser/B
Hint/ (n a ea& matri$ or!ani1ation* PM is at times restricted to the role o% e$pediter"
(57) 'reate =B, process belon!s to/
)" (nitiation Process 9roup
B" Plannin! Process 9roup
'" E$ecutin! Process 9roup
+" Monitorin! < 'ontrollin! Process 9roup
)nser/ B
Hint/ PMBOK 5* Pa!e 43* #able 783
(58) (n hich o% the %olloin! or!ani1ations is the project mana!er role li&ely to be that o% sta%%
assistant>
)" =ea& matri$
B" .unctional
'" Balanced matri$
+" a and b
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E" )* B* and '
)nser/+
Hint/ PMBOK 5* Pa!e 27
(59) Project :is& Mana!ement includes all o% the %olloin! processes e$cept/)" :is& Luanti%ication
B" :is& (denti%ication
'" :is& )nalysis
+" :is& :esponse +evelopment
E" :is& :esponse 'ontrol
)nser/E
Hint/ :is&s are controlledG :is& :esponses are not
(60) Dsin! the PMBOK de%inition o% contin!ency reserve* hich o% the %olloin! statements
about contin!ency reserves is %alse>
)" ) contin!ency reserve is a separately planned quantity used to allo %or %uture situations
hich may be planned %or only in part"
B" 'ontin!ency reserves may be set aside %or &non un&nons"
'" 'ontin!ency reserves may be set aside %or un&non un&nons"
+" 'ontin!ency reserves are normally included in the project?s cost and schedule baselines"
)nser/'
Hint/ 'ontin!ency reserve is allocated %or identi%ied ris&s" :e%er to PMBOK !lossary de%inition"
(61) =hich o% the %olloin! is true about a ris&>
)" ) ris& can be de%lected or trans%erred to another party throu!h a contract or insurance
policy"
B" :is&s involve the chance o% both a pro%it and a loss"
'" -o opportunities are associated ith a ris&* only losses"
+" a and c
E" a and b
)nser/E
Hint/ ) :is& can be positive or ne!ative" (t can be trans%erred as a miti!ation technique"
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(62) ) contin!ency plan is/
)" ) planned response that de%ines the steps to be ta&en i% an identi%ied ris& event should
occur"
B" ) or&around
'" ) reserve used to allo %or %uture situations hich may be planned %or only in part"
+" a and c
E" a and b
)nser/)
Hint/ ) contin!ency plan is a response planned %or ris& that ere identi%ied in the plannin! sta!e"
=or&arounds are responses %or ris&s that have popped up hile or&in! on the project * and
ere le%t unidenti%ied in earlier sta!es" ) reserve is also considered in a contin!ency plan to
respond to the ris& event* but the reserve in itsel% is not a plan" #here%ore option ' is also
incorrect"
(63) +e%lection or trans%er o% a ris& to another party is a type o%>
)" :is& Miti!ation
B" :is& )cceptance
'" :is& )voidance
+" ,trate!y %or ne!ative ris&s
)nser/+
Hint/ PMBOK 5* Pa!e 7@@* ,ec 33"5"2"3
(64) Mana!ement reserves are used to handle hich type o% ris&>
)" Dn&non un&nons
B" Knon un&nons
'" business ris&s
+" pure ris&s
)nser/)
Hint/ PMBOK 5* Pa!e 33 8 ;ast para!raph* Pa!e 730 8 2nd para!raph"
(65) =hich o% the %olloin! is considered durin! the Procurement Plannin! Process>
)" =hether to procure
B" Ho to procure and ho much to procure
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'" =hat and hen to procure
+" b and c
E" )* B* and '
)nser/EHint/ Procurement plannin! covers all the questions"
(66) .rom a buyer?s standpoint* hich o% the %olloin! is true>
)" Procurement plannin! should include consideration o% potential subcontracts
B" Procurement plannin! does not include consideration o% potential subcontracts since this
is the duty o% the contractor"
'" ,ubcontractors are %irst considered durin! the ,olicitation Process
+" none o% the above
)nser/)
Hint/ PMBOK 5* Pa!e 75 8 Project Procurement Mana!ement
(67) =hich o% the %olloin! is true about procurement documents>
)" Procurement documents are used to solicit proposals %rom prospective sellers"
B" (nvitation %or Bid and :equest %or Proposal are to e$amples o% procurement documents"
'" Procurement documents should be structured to %acilitate accurate and complete
responses %rom prospective sellers"
+" B* and '
E" )* B* and '
)nser/E
Hint/ )ll the %actors are important %or procurement mana!ement"
(68) =hich o% the %olloin! is a method %or quanti%yin! qualitative data in order to minimi1e the
e%%ect o% personal prejudice on source selection>
)" =ei!htin! system
B" ,creenin! system
'" ,electin! system
+" none o% the above
E" )* B* and '
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)nser/)
Hint/ PMBOK 5* Pa!e 77* 3st Para!raph
(69) =hich o% the %olloin! are e$amples o% indirect costs>
)" ,alaries o% corporate e$ecutivesB" ,alaries o% %ull8time project sta%%
'" Overhead costs
+" ) and B
E" ) and '
)nser/E
Hint/ Project team salaries are classi%ied as direct costs"
(70) =hich o% the %olloin! contract types places the !reatest ris& on the seller>
)" 'ost8plus8%i$ed8%ee contract
B" 'ost plus8incentive8%ee contract
'" .i$ed8price8incentive contract
+" .irm8%i$ed8price contract
)nser/+
Hint/ .irm8%i$ed price contracts don?t accommodate any ris& materiali1ation
(71) (n hich o% the %olloin! contract types is the seller?s pro%it limited>
)" 'ost8plus8percenta!e8cost contract
B" 'ost8plus8%i$ed8%ee contract
'" .i$ed8price8plus8incentive
+" B and '
E" none o% the above
)nser/+
Hint/ .i$ed %ee and incentives are usually lesser than the pro%its e$pected in percenta!e cost
contract"
(72) ) cost8plus8incentive8%ee 'P(.6 contract has an estimated cost o% 320*000 ith an a!reed
pro%it o% 30A o% the costs" #he actual cost o% the project is 370*000" =hat is the total
reimbursement to the seller>
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)" 3@7*000
B" 3@2*000
'" 3@0*000
+" 372*000)nser/)
Hint/ #he incentive is calculated on alloable costs
(73) #he outputs o% the Monitor and 'ontrol project or& are utili1ed as inputs %or the
Per%ormance o% (nte!rated 'han!e 'ontrol to !ive the %olloin! outputs* e$cludin!"
)" )pproved 'han!e :equests
B" 'han!e ;o!
'" 'han!e :equests
+" Project Mana!ement Plan Dpdates
)nser/'
Hint/ ,ee outputs o% Per%orm (nte!rated 'han!e 'ontrol
(74) Dnder hat circumstances is it better %or a contractor to subcontract>
)" #he #he subcontractor possesses special technical and en!ineerin! s&ills that the
contractor does not have"
B" #he or& to be subcontracted represents almost all o% the overall or& e%%ort"
'" #he subcontractor can per%orm the or& at a loer cost than the contractor"
+" all the above
E" a and c
)nser/E
Hint/ =or& is subcontracted on capability and cost8savin!s %actors"
(75) :amcharan* the project mana!er %or a lo!istics project success%ully undertoo& all the project
activities and reached the %inal 'lose Project or Phase process that used the %olloin! inputs
e$cept %or"
)" )ccepted +eliverables
B" Enterprise Environmental .actors
'" Project Mana!ement Plan
+" Or!ani1ational Process )ssets
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)nser/B
Hint/ Enterprise Environmental .actors aren?t required %or closin!"
(76) =hich o% the %olloin! demonstrates a !ood ne!otiation s&ill>
)" Be ready to !et the deal at any costB" Ensure that you !et the most out o% it
'" O%%er more %or less
+" )s& hi!h and o%%er lo
)nser/+
Hint/ PMBOK 5* Pa!e 53* 7" -e!otiation
(77) ) narrative account o% products* services or results to be achieved under a project comes in
the %orm o%
)" Project ,tatement o% =or&
B" ,trate!ic Plan
'" Product ,cope +escription
+" Project Mana!ement Plan
)nser/)
Hint/ ,tatement o% or& !ives the description o% or& to be completed
(78) #he Frule o% sevenF as applied to process control charts means that /
)" (% there are seven points on one side o% mean* then an assi!nable cause must be %ound"
B" ,even consecutive points are ascendin!* descendin!* or the same"
'" )t least seven quality inspectors should be in place %or every thousand employees
+" ) process is not out o% control hen at least seven measurements %all outside the loer
and upper control limits"
)nser/)
Hint/ PMBOK 5* Pa!e 27 'ontrol charts
(79) #here is project ith 'P( o% 0"3 and #'P(N3"00003 this project is/
)" Overbud!et and hard to complete
B" Dnderbud!et
'" Overbud!et and early in its evolution
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+" -o in%erence can be made
)nser/)
Hint/ 'P(3 means over8bud!ets* #'P(3 means harder to complete
(80) ) collection o% !enerally sequential project phases hose name and number are determined by the control needs o% the or!ani1ation or or!ani1ations involved in the project* is called/
)" Project li%e cycle
B" Product li%e cycle
'" Port%olio mana!ement
+" Pro!ram mana!ement
)nser/ )
Hint/ PMBOK 5* Pa!e 7* sec 2"@ Project li%e cycle
(81) =hich o% the %olloin! activities do not %all under the 'losin! Process 9roup>
)" +ocument lessons learned
B" )pplyin! appropriate updates to OP)
'" :ecommendin! preventive action
+" Per%ormin! team members assessment
)nser/ '
Hint/ -o preventive actions are recommended in closin! phase
(82) =ho is not responsible %or ris& identi%ication or reportin!>
)" Project mana!er
B" Project team member
'" Project sta&eholder
+" .unctional Mana!er
)nser/ +
Hint/ .unctional mana!er is not responsible %or project success or %ailure
(83) #hree Point ,tatistical Estimatin! .ormula 9roup" E$pected alue N
)" Optimistic Q @ Most ;i&ely6 Q Pessimistic 6 $ 4
B" Optimistic Q @ Most ;i&ely6 Q Pessimistic 6 divided by 4
'" Optimistic Q @ Most ;i&ely6 $ Pessimistic 6 divided by 4
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+" Optimistic Q @ Q Most ;i&ely6 Q Pessimistic 6 divided by 4
)nser/ B
Hint/ ) sum o% si$ values must be divided to !et an avera!e"
(84) Parametric estimatin! is a technique here)" is less costly* less time consumin! and less accurate"
B" an al!orithm is used to calculate cost or duration based on historical data and project
parameters"
'" uses an avera!e o% most li&ely* optimistic and pessimistic activity durations
+" ) and B
)nser/ B
Hint/ PMBOK 5* Pa!e 30
(85) =hat does #LM stand %or>
)" #ime Luality Mana!ed
B" #ar!et Luality Mana!ement
'" #otal Luality Mana!ement
+" #ime Luote Mana!ement
)-,=E:/ '
Hint/ #LM is a continuous improvement technique to enhance quality"
(86) E$amples o% Projects include/
)" (mplementin! a ne business procedure or process
B" 'onstructin! a buildin! or %acility
'" +esi!nin! a ne transportation vehicle
+" )ll o% the )bove
)-,=E:/ +
Hint/ )ll projects have a de%inite be!innin! and conclusive end"
(87) Projects are underta&en at all levels o% the or!ani1ation>
)" #rue
B" .alse
'" #hey are not related to each other
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+" -either true nor %alse
)-,=E:/ )
Hint/ Projects have restrictions ithin the per%ormin! or!ani1ation" #hey are driven by scope o%
or&"
(88) " means that every project has a de%inite be!innin! and a de%inite end"
)" Overall
B" Project 'hart
'" #emporary
+" +uration
)-,=E:/ '
Hint/ )ll projects are temporary
(89) (n case o% an e$ternal (# project* the project initiator or sponsor must have provided the
%olloin! in%ormation e$cludin!"
)" Project ,tatement o% =or&
B" )!reements
'" Business 'ase
+" Or!ani1ational Process )ssets
)-,=E:/ +
Hint/ OP) isn?t a part o% project authori1ation %or a contract"
(90) =ho should be involved in the project plannin! phase>
)" #he Project Mana!er"
B" #he customer"
'" #he ,ub8contractorsJvendors"
+" #he project team members"
E" )ll o% the above"
)nser/ E
Hint/ )ll sta&eholders available must be involved
(91) #he success%ul project mana!ers spend most o% their time/
)" Plannin! ith their personnel"
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B" Plannin! ith top mana!ement"
'" 'ommunicatin! ith project team"
+" ,tudyin! project results"
)nser/ 'Hint/ ) project mana!er spends C0 percent o% the time in communication"
(92) 'ost Plus (ncentive .ee 'P(.6 contracts provide/
)" ) reimbursement o% alloable cost o% services per%ormed plus an a!reed upon percenta!e
o% the estimated cost as pro%it"
B" ) reimbursement o% alloable costs plus a %i$ed %ee hich is paid proportionately as the
contract pro!resses"
'" #he supplier ith a %i$ed price %or a delivered per%ormance plus a predetermined %ee %or
superior per%ormance"
+" -one o% the above"
)nser/ )
Hint/ #he terms are a!reed upon in the a!reement
(93) Project success depends on a number o% interrelated %actors* includin! time* cost and scope
control" #he success o% any project depends primarily on/
)" 'ustomer acceptance o% deliverable"
B" 'ustomer satis%action irrespective o% outcome"
'" 'ustomer compromise in de%inin! its needs"
+" E$ceedin! customer requirements throu!h !old platin!"
)nser/ )
Hint/ =ritten approval o% 'ustomer acceptance in required %or closure
(94) =hich o% the %olloin! is the most e%%icient means o% product quality inspection/
)" ,tatistical samplin!"
B" 300A inspection"
'" user revie"
+" ) and '"
)nser/ )
Hint/ (t is not alays %easible to chec& every product item
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(95) ) complete set o% concepts* terms and activities that ma&e up a pro%essional %ield* project
mana!ement %ield or an area o% speciali1ation is &non as/
)" Knoled!e )rea
B" +omain Knoled!e
'" Project Mana!ement Process
+" Project Mana!ement 9roup
)nser/ )
Hint/ ,ee the de%inition o% Knoled!e )rea in PMBOK 'hapter 7"
(96) Pareto )nalysis* cause and e%%ect dia!rams and %lo charts are used in quality"
)" 'ontrol"
B" )ssurances"
'" Plannin!"
+" eri%ication"
)nser/ )
Hint/ PMBOK 5* Pa!e 252* ,ec "7"2 'ontrol Luality/ #ools and #echniques
(97) (n a multi8cultural environment* it is critical to establish a corporate culture that %acilitates/
)" Problem8solvin! throu!h di%%erent approaches"
B" ;earnin! and communication"
'" Partnerships* stron! alliances and joint ventures"
+" -e!otiations"
)nser/ B
Hint/ ;earnin! about diverse teams and e%%ective team communication is vital %or project
success"
(98) ) condition hich ill lead an or!ani1ation toards con%lict is/
)" 'on%lict o% interest"
B" .avoritism
'" :esolved prior con%licts"
+" Both ) and B"
E" )ll o% the above"
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)nser/ +
Hint/ )ny unethical or unjust practice can lead to con%licts"
(99) #he contemporary vie o% con%lict is that/
)" 'on%lict is bad"B" 'on%lict is caused by trouble ma&ers"
'" 'on%lict should be avoided"
+" 'on%lict is o%ten bene%icial"
E" )* B and '"
)nser/ +
Hint/ 'on%lict can help breed ne perspectives* identi%y ris&s and %ind innovative solutions
(100) (n !eneral a project charter covers/
)" Project justi%ication* bac&!round* scope* objectives* available resources* or!ani1ational
responsibilities* a project schedule* estimates* procurement schedule* and any imitations
that top mana!ement ants to apply"
B" Project justi%ication* bac&!round* scope* objectives* available resources* or!ani1ational
responsibilities* detailed project schedules* estimates* and detailed procurement schedules
responsibilities* a project schedule* and any limitations that top mana!ement ants to
apply"
'" Project justi%ication* description* details o% sponsor and project mana!er** bud!et*
assumptions and constraints* boundaries to apply"
+" Project scope* objectives* available resources* responsibilities* a project schedule*
estimates* procurement schedules* and any limitations that top mana!ement ants to
apply"
)nser/ '
Hint/ PMBOK 5* Pa!e 382* Project 'harter
(101) ) project mana!er has increased project costs by D, 5*000* but completed the projectsi$ ee&s earlier than planned" =hat tool is best described here>
)" :esource levelin!
B" +uration compression
'" 'rashin!
+" .ast trac&in!
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)nser/ '
Hint/ 'rashin! is a schedule compression technique that employs more resources to %inish sooner
(102) =hich o% the %olloin! is most true>
)" ;a! is the ma$imum amount o% time a tas& can be delayed ithout delayin! the earlystart o% its successor"
B" ;a! may be determined by ma&in! a %orard pass"
'" ;a! is delay in start time* caused by delay in %inish o% predecessor activity"
+" ;a! is the ma$imum amount o% time a tas& can be delayed ithout delayin! the project"
)nser/ '
Hint/ ;a! is time duration by hich an activity is delayed because o% predecessor activity" ,ee
PMBOK 9lossary de%inition"
(103) )s project mana!er you should dedicate a primary %ocus to/
)" Mana!in! all chan!es immediately as they sur%ace"
B" .ormally documentin! all chan!es"
'" 'ommunicatin! authori1ed chan!es to senior mana!ement and &ey sta&eholders"
+" Preventin! unnecessary chan!es"
)nser/ +
Hint/ (t is important to ensure that only necessary chan!es are made to the baselines"
(104) #he behavioral responsibilities o% a project mana!er may also include dealin! ith/
)" :e!ulatory Personnel
B" #he le!al environment
'" Environmental (ssues
+" )ll o% the above
)nser/ +
Hint/ ) project mana!er must address all the %actors that are li&ely to in%luence the project"
(105) #he major purpose o% project status reports is to/
)" Or!ani1e and summari1e the in%ormation so that all sta&eholders are in%ormed
B" (n%orm upper mana!ement o% the project problems
'" (n%orm the client about the chan!es that have completed
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+" Provide in%ormation to mana!ement and client
)nser/ )
Hint/ ,tatus reports are meant to !ive a periodic summary o% project pro!ress
(106) Most project mana!ement leadership theories %ocus on all o% the %olloin! e$cept /)" Personal characteristics o% the project mana!er
B" Personal traits o% the subordinates
'" Behavioral styles o% the project mana!er
+" Dse%ulness o% authority and poer and leadership
)nser/ B
Hint/ Personality types o% team members are covered in human resource mana!ement
(107) ,ummary bud!et is arrived at durin! the phase o% the project/
)" (nitiation
B" Plannin!
'" (mplementation
+" E$ecution
)nser/ )
Hint/ Mentioned in the Project 'harter
(108) Historical records durin! closin! are use%ul to and %or %uture
projects/
)" Predict trends* hi!hli!ht problems"
B" )naly1e successes* short%alls
'" )naly1e stren!ths* document results
+" Iusti%y results* set standards
)nser/ )
Hint/ Historical in%ormation aids in e$pert jud!ment
(109) our client in%orms that his company has a problem ith the current desi!n specs o% your
product and ho it ill inter%ace ith the e$istin! systems" (% this occurs* it could be a major
problem %or your project" #he client is comin! to your o%%ice in a ee& to discuss the problem
and to see hat your team can do to overcome this setbac&" )ll previous meetin!s ere in%ormal
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ith this client* but no he ants a %ormal meetin!" =hat should you do to prepare %or this
meetin!/
)" Dpdate the schedules and assume an active role since the client has not !iven you the
speci%ics o% the potential problem
B" Ma&e sure that the team has increased productivity so the client can see ho e%%icientyour team is per%ormin!
'" )ssemble the team and as& them to prepare an a!enda %or topics to discuss
+" Ma&e sure that each team member has his assi!nment in preparation %or any handouts and
needed plans
)nser/ '
Hint/ (t is time %or brainstormin! to !ather ideas* hypotheses* and possible solutions"
(110) #he de%initive terms o% a contract are ritten durin! hich o% the %olloin! contract
phases>
)" 'ontract phase
B" Post aard phase
'" )ard phase
+" Pre aard phase
E" :equirement phase
)nser/ '
Hint/ 'onduct Procurement process aims at %inali1in! the )!reements that constitute the
contract"
(111) ) document that %ormally reco!ni1es the e$istence o% a project is a /
)" 9antt 'hart
B" =B,
'" Project 'harter
+" ,cope statement
)nser/ '
Hint/ PMBOK 5* Pa!e 382* Project 'harter authori1es a project
(112) ,ome or!ani1ations are no usin! 4 ,i!ma %or quality control compared to the usual/
)" 2 si!ma
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B" 7 si!ma
'" @ si!ma
+" 5 si!ma
)nser/ BHint/ 78si!ma is less ri!orous and precedes 48si!ma hich is hi!hest"
(113) :educin! the impact o% a ris& event by reducin! the possibility o% its occurrence is/
)" :is& avoidance
B" :is& acceptance
'" :is& miti!ation
+" 'ontin!ency plannin!
)nser/ )
Hint/ PMBOK 5* Pa!e 55C* ,ee PMBOK 9lossary de%inition o% :is& )voidance"
(114) (n hich o% the %olloin! project mana!ement process !roups are the most time and
money typically spent>
)" (nitiatin!
B" Plannin!
'" E$ecutin!
+" 'ontrollin!
)nser/ '
Hint/ ) lar!e portion o% project bud!et and duration is used in E$ecutin! Process !roup" Pa!e 54*
,ec 7"5 E$ecutin! Process !roup* PMBOK 5
(115) reco!ni1es that a project or phase should be!in and commits the or!ani1ation to do
so/
)" (nitiatin! Process
B" ,olicitation Process
'" ,copin! Process
+" Plannin! process
)nser/ )
Hint/ 'reation o% project charter is the speci%ic activity that does it in (nitiatin! Process"
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(116) ) supplier has ithdran %rom your project" ) ne supplier has been added" His labor
%orces are due to arrive at the job site tomorro" ou should/
)" Meet ith the supplier alon! ith his team and establish yoursel% as the authority in
char!e"
B" Brin! your team in %or introductions and establish a communications e$chan!e
'" Brin! out the communication mana!ement plan
+" Brin! out the project plan"
)nser/ )
Hint/ 9round rules have to be set as the %irst thin!"
(117) ) ne project mana!er is about to be!in creatin! the project?s scope o% or&" One
sta&eholder ants to add many items to the scope o% or&" )nother sta&eholder only ants to
describe the %unctional requirements" #he project is important %or the project mana!er?s company
but a seller ill do the or&" =hich o% the %olloin! ould you advise the project mana!er to
do>
)" #he scope o% or& should be !eneral to allo the seller to ma&e its on decisions"
B" #he scope o% or& should be !eneral but the mana!ement must allo clari%ications later"
'" #he scope o% or& should be detailed to allo clari%ications later"
+" #he scope o% or& should be as detailed as necessary %or the type o% project"
)nser/ +
Hint/ +etailed requirements ill !ive clarity* elaborate sta&eholders requirements and
e$pectations"
(118) )%ter the &ic&o%% meetin!* to team members en!a!e in a casual conversation about the
project objectives and deliverables" (t is clear they heard di%%erent messa!es durin! the meetin!"
One member is so adamant that the other member !ives up ar!uin! the point" )%ter tal&in! to the
project mana!er* the second member con%irms that the %irst member is mista&en" )t this point*
hat is the BE,# course o% action>
)" #he second team member should send the other team member an e8mail describin! hat
he discovered"
B" )t the ne$t project meetin!* the team member should as& the mista&en team member to
describe his interpretation so the project mana!er can !et everyone on the same pa!e"
'" #he project mana!er should send out an e8mail to the team restatin! the project objectives
and deliverables"
+" )t the ne$t project meetin!* the project mana!er should spend time reviein! a
documented scope statement ith the !oal o% identi%yin! this and other %alse assumptions"
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)nser/ +
Hint/ )ddressin! the issue in the meetin! and %indin! out all anomalies is needed"
(119) +urin! project e$ecution* a project team delivers a project deliverable to the customer"
Hoever* the customer neither ac&noled!es the deliverable nor says i% it is acceptable* althou!h
an approval is required" =hat is the BE,# thin! to do>
)" 'ontinue ith the project
B" +ocument the situation
'" 'ontact mana!ement %or help
+" 'all a meetin! o% the team
)nser/ '
Hint/ #he issue needs to be escalated to the upper mana!ement
(120) ou are mana!in! a si$8month project and have held bi8ee&ly meetin!s ith your project
sponsors" )%ter %ive8and8a8hal% months o% or&* the project is on schedule and bud!et* but the
sponsors are not satis%ied ith the deliverables" #his situation ill delay the project completion
by one month" #he MO,# important process that could have prevented this situation is/
)" :is& monitorin! and control"
B" ,chedule control"
'" :e!ular al&throu!hs and si!n8o%%s
+" ,cope chan!e control"
)nser/ '
Hint/ Periodic al&throu!hs* revies* and audits help in !au!in! sta&eholder satis%action early
and plannin! %or chan!es" ,i!n8o%%s avoid leavin! room %or %uture
disputes"
(121) =hen you are closin! out a project* hat must you do>
)" Provide project %eedbac& to the team
B" Obtain si!n o%% %rom the customer
'" :evie project documentation %or completeness
+" Dpdate the project plans
)nser/ B
Hint/ 'ustomer?s acceptance is the primary necessity
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(122) .inancial controls that need to be considered %or project plan development do not include/
)" #ime reportin!
B" ,tandard contract provisions
'" Process audits+" )ccountin! codes
)nser/ '
Hint/ Process )udits aren?t required %or .inance and )ccountin!
(123) ) project mana!er has been or&in! on a project %or si$ months ith the same team yet
the team still shos a lac& o% support %or the project" #he best thin! %or the project mana!er to do
ould be to>
)" :e8evaluate the e%%ectiveness o% the reard system the project mana!er has put in place
B" tal& to each team member?s boss
'" :e8plan the project
+" #ell the team he needs its support
)nser/ )
Hint/ #he project mana!er must %ind out the causes o% lac& o% motivation
(124) ) project has several teams" #eam ' has repeatedly missed several deadlines in the past
causin! #eam + to have to crash the critical path several times" )s the project leader %or #eam +*
hat should you do>
)" Meet ith mana!ement alone
B" Meet ith the project mana!er alone
'" Meet ith the project mana!er and mana!ement
+" Meet ith the project mana!er and the team ' leader
)nser/ +
Hint/ #he issue must be resolved beteen the team leads in the presence o% project mana!er
(125) #he current update to the schedule per%ormance report shos no schedule variance" Based
upon the reportin!* you have told the client that the project is on time" Hoever* your team
members &no that a major milestone has just been missed and that the project ill not meet its
startup date" #his is an indication o% poor>
)" 'ommunication mana!ement plannin!
B" ,cope mana!ement plannin!
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'" #eam trust
+" ,chedule plannin!
)nser/ )
Hint/ #here is a communication !ap ithin the team(126) ) project mana!er is assi!ned a project ith a team that has already been selected" #he
%irst thin! the project mana!er should %ind out about the team is>
)" =hat is each team member?s %avorite color
B" Each team member?s objectives %or or&in! on the project
'" ) list o% each team member?s tas&s
+" Each team member?s role in the project plan
)nser/ +
Hint/ (t is important %or the PM to &no each member?s role and responsibility
(127) )n advisor to a ne project mana!er tells the project mana!er to create lessons learned
document at the end o% a project" ) lessons learned document includes>
)" )ny variances and the causes o% the variances
B" :eports %rom the customer
'" :eports %rom mana!ement
+" ) list o% all the plans
)nser/ )
Hint/ ;essons are learned %rom the mista&es and ho they ere caused to be able to avoid them
in %uture"
(128) )bdullah* a project mana!er in R 'ompany is mana!in! a project on (# and is loo&in!
%or historical data on the usa!e o% the previous so%tare and applications in the companyG he ill
!et it in"
)" -espaper )rchives
B" Or!ani1ational Process )ssets
'" Mana!ement (n%ormation ,ystem
+" Enterprise Environmental .actors
)nser/ B
Hint/ Historical in%ormation is available in OP)
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(129) #he project is completed and the %inal deliverable !iven to the customer but the customer
re%uses to ta&e any action to !ive %inal acceptance on the project" #he project mana!er should>
)" :epeatedly as& %or %inal acceptance
B" )s& the team %or assistance
'" +ocument the situation
+" +o nothin! because there is nothin! that can be done
)nser/ '
Hint/ +ocumentation o% ne scenarios may help develop a plan %or a similar situation in %uture"
(130) =hat do &noled!e* s&ills* tools and techniques stand %or hen applied to the activities o%
a project* i% it also entails e%%ective mana!ement o% a process"
)" Human :esource Mana!ement
B" Project Mana!ement
'" .inancial Mana!ement
+" Project Mana!ement Process
)nser/ B
Hint/ #o!ether it is called Project Mana!ement
(131) #he Precedence +ia!rammin! Method /
)" has %inish8to8start tas& relationships and provides the %le$ibility o% lead and la! time to the
activitiesG
B" has the activity on the arro"
'" is also &non as )rro +ia!rammin! Method"
+" is used to ma&e precedence dia!rams"
)nser/ )
Hint/ PMBOK 5* Pa!e 354 Precedence +ia!rammin! Method
(132) 9antt charts are !reat %or/
)" ,hoin! tas&s relationships
B" #rac&in! actual vs planned
'" Optimum :esource utili1ation
+" b and c
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)nser/ +
Hint/ ) 9antt 'hart !ives quic& insi!hts into tas& schedules and resource utili1ations
(133) Dltimate responsibility %or quality mana!ement in the project rests ith the>
)" Project en!ineer B" Purchasin! a!ent
'" Luality mana!er
+" #eam members
)nser/ +
Hint/ )ll team members are responsible %or quality
(134) +esi!n o% e$periments>
)" identi%ies hich %actors may in%luence speci%ic variables o% a process or product
B" identi%ies hich variables don?t have any in%luence on quality
'" determines hat a quality outcome is
+" is a method %or research and development
)nser/ )
Hint/ PMBOK 5* Pa!e 27C8@0 +esi!n o% e$periments
(135) ou are a project mana!er %or a major in%ormation systems project" ,omeone %rom the
quality department comes to see you about be!innin! a quality audit o% your project" #he team*already under pressure to complete the project as soon as possible* ta&es objection to the audit"
ou should e$plain to the team that the purpose o% a quality audit is>
)" part o% an (,O C000 investi!ation
B" to chec& i% the customer is %olloin! its quality process
'" to identi%y lessons learned that can improve per%ormance on the project
+" to chec& the accuracy o% the costs submitted by the team
)nser/ '
Hint/ ) quality audit helps to determine i% the project activities comply ith or! processes"
(136) ou mana!e a project hose team members have diverse s&ills and e$pertise" ou ant to
encoura!e your sta%% to pool its &noled!e on project issues to ma&e the best decisions possible"
#he most appropriate mana!ement style to use is/
)" ;aisse18%aire
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B" +emocratic
'" )utocratic
+" +irective
)nser/ )Hint/ ;aisse18%aire style depends on trust and !ivin! %reedom to ma&e decisions
(137) #he types o% poer that have substantial in%luence on both subordinates and upper
mana!ement are/
)" .ormal < e$pert
B" :eard < penalty
'" E$pert < re%erent
+" .ormal < re%erent
)nser/ '
Hint/ E$pertise E$pert6 and 'harisma :e%erent6 to!ether ma&e the best combination
(138) our pre%erred resource is not available at the time needed" =hat is the best thin! to do>
)" -e!otiate ith mana!ement to !et the resource
B" )ssess your alternatives
'" Be!in the tas& early
+" Dse reserves to increase resources assi!ned to those tas&s"
)nser/B
Hint/ ) revie o% available options helps ma&e better stoc& o% the current situation
(139) )n important piece o% hardare ill be late" =hat is the %irst thin! to do>
)" +iscuss ith team
B" Dse schedule reserves
'" Dse alternate vendor
+" 9o to customer or mana!ement
)nser/ )
Hint/ #o evaluate the impact and available options* discuss ith team
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(140) ) project has e$perienced si!ni%icant delays due to equipment problems* sta%% attrition* and
slo client revies" #he project is @0A complete and has used 40A o% the available calendar
time" =hat is the .(:,# thin! you should do>
)" :e8baseline the schedule to re%lect the ne date
B" )naly1e the critical path activities %or potential to %ast trac& or crash the schedule
'" +ocument the lac& o% pro!ress and associated issues to mana!ement
+" (denti%y tas&s that have required more time than planned
)nser/ +
Hint/ (t is time to conduct a root8cause analysis
(141) ) %unctional mana!er ants to ma&e a chan!e to the time associated ith a tas&* but there
is not enou!h reserve to accommodate the chan!e" =ho should authori1e the chan!e>
)" ,enior mana!ement
B" #he %unctional mana!er
'" #he project mana!er
+" #he team member per%ormin! the or&
)nser/ '
Hint/ Project Mana!er has the required authority amon! those listed
(142) +urin! the course o% a project you have motivated team members* mana!ed con%lict*
per%ormed personnel administrative %unctions and ne!otiated %or more resources" #hese aree$amples o%/
)" 9eneral Project Mana!ement
B" Project Human :esource Mana!ement
'" Project E$ecution
+" ) Projecti1ed or!ani1ation
)nser/)
Hint/ Per%ormin! diverse %unctions in an attribute o% 9eneral Mana!ement
(143) ou have been promoted to Mana!er* 'ontinuous Process (mprovement" our ne
position/
)" (s a project because the or& ill be per%ormed by people
B" (s not a project because 'ontinuous Process (mprovement ill continue inde%initely
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'" (s a project because it is constrained by limited resources
+" (s a project because improvements must be planned* e$ecuted* and controlled
)nser/B
Hint/ (t is a position that ill aid process improvement across or! processes(144) =hich o% the %olloin! is not a Project Mana!ement &noled!e area>
)" Project Luality Mana!ement
B" Project Procurement Mana!ement
'" Project 'on%i!uration Mana!ement
+" Project :is& Mana!ement
)nser/ '
Hint/ 'on%i!uration Mana!ement is not a &noled!e area"
(145) #he state o% bein! totally anserable %or the satis%actory completion o% a speci%ic
assi!nment is called/
)" )uthority
B" )ccountability
'" :esponsibility
+" .iduciary
)nser/B
Hint/ )ccountability means to be anserable* responsible and accountable %or project success or
%ailure
(146) ou are responsible %or the communication controls %or the 9enesis series o% satellites"
our current assi!nment is/
)" Project mana!ement
B" .unctional mana!ement
'" .acility mana!ement
+" Pro!ram mana!ement
)nser/+
Hint/ (t is collection o% projects %or each satellite in the series
(147) =or& pac&a!es are used to /
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)" :epresent units o% or& at a level here or& is per%ormed"
B" +istin!uish one pac&a!e %rom all others assi!ned to a sin!le %unctional !roup"
'" ;imit or& to be per%ormed to relatively short periods o% time"
+" )ll o% the above")nser/ +
Hint/ PMBOK 5* Pa!e 324* 32* 350
(148) -etor& plannin! methodsPE:#J'PMJP+M6/
)" )re usually too complicated %or practical use on most projects
B" :equire hi!hly trained specialists %or e%%ective use
'" )lays require computer support to be practical
+" )re based on %lo charts and they allo observation o% hat happens to the projectschedule hen chan!es occur to a tas&?s start and stop dates
)nser/ +
Hint/ #hey are all related to project schedule
(149) Earned value can be described as/
)" #he value o% the equipment that has been installed as o% the current date
B" #he sum o% the labor costs that have been incurred on the project date
'" ) method o% measurin! project per%ormance
+" ) method o% measurin! the amount o% money that has been spent to date
)nser/ '
Hint/ PMBOK 5* Pa!e 57* 9lossary de%inition o% Earned alue
(150) ) role o% the chan!e control board ''B6 is to/
)" issue chan!e requests
B" represent top mana!ement interests in initiatin! innovation
'" revie the impact o% chan!e requests on project costs* schedule* and speci%ications
+" schedule chan!es into PE:# netor&s
E" identi%y ne areas o% project or&
)nser/ '
Hint/ ''B revies the chan!es to assess the impact
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(151) Luality control is/
)" identi%yin! hich quality standards are relevant to the project and determinin! ho to
satis%y them
B" monitorin! speci%ic project results to determine i% they comply ith relevant quality
standards and identi%yin! ays to eliminate causes o% unsatis%actory per%ormance
'" evaluatin! overall project per%ormance on a re!ular basis to provide con%idence that the
project ill satis%y the relevant quality standards
+" ta&in! action to increase the e%%ectiveness and e%%iciency o% the project so as to provide
added bene%its to both the per%ormin! or!ani1ation and the project customer
E" assumin! the production o% !oods that meet the hi!hest standards o% lu$ury
)nser/ B
Hint/ PMBOK 5* Pa!e 57@* 9lossary de%inition o% 'ontrol Luality
(152) 'ost o% quality is a concept that includes/
)" the cost necessary %or ensurin! con%ormance to requirements
B" the li%e cycle cost o% the project
'" all research and development costs related to the project
+" only the cost o% the quality control %unction
E" ) and B
)nser/ )
Hint/ 'ost o% con%ormance is included in 'ost o% Luality"
(153) #he pillars6 o% quality is are6 /
)" Luality is %ree
B" +oin! it ri!ht the %irst time
'" Rero de%ects
+" Process improvement
E" B and '
)nser/ E
Hint/ +e%ect prevention is most important" (t leads to 1ero de%ects"
(154) Luality assurance is/
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)" top mana!ement?s intention re!ardin! quality
B" %unctions determinin! implementation o% the quality policy
'" actions to provide con%idence o% satis%yin! quality requirements
+" responsibilities and processes hich implement quality mana!ementE" all o% the above
)nser/ '
Hint/ Luality )ssurance is ensurin! that the quality e$pectations are met by means o%
implementin! standards and veri%yin! compliance"
(155) #he 1ero de%ects concept/
)" is a per%ormance standard %or mana!ement
B" is a motivational technique that promotes Fdoin! it ri!ht the %irst timeF
'" is used by mana!ement to communicate to all employees that everyone should do thin!s
ri!ht the %irst time
+" ) and '
E" B and '
)nser/ +
Hint/ ) hi!h standard %or chec&in! de%ects* it sets the bar %or de%ect8tolerance as 1ero"
(156) =hen appointed* a project mana!er has the inherent %orms o% le!itimate poer conveyed
to him" #he three %orms o% le!itimate poer are/
)" absolute* direct* and indict
B" direction* coordination* and liaison
'" %ormal* in%ormal* and persuasive
+" %ormal* reard* and direct
E" %ormal* reard* and penalty
)nser/ E
Hint/ ) PM is authori1ed to ma&e decisions about team* reard and impose penalties on the
members"
(157) #he %ive types o% con%lict resolution are listed belo and represent* in !eneral order o%
importance* the methods a project mana!er should use to mana!e con%lict" #he one used most
o%ten by project mana!ers to resolve con%lict is/
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)" con%rontation
B" compromise
'" smoothin!
+" %orcin!E" ithdraal
)nser/ )
Hint/ 'on%rontation uses communication to sort out con%licts
(158) #he process o% !ettin! a !roup o% diverse individuals to or& e%%ectively to!ether as a team
is the de%inition o%
)" leadership
B" project mana!ement
'" the project mana!er?s responsibilities
+" implementation
E" team buildin!
)nser/ E
Hint/ PMBOK 5* Pa!e 53@* 7"2 #eam Buildin!
(159) =hich contract type should be used by the oner on a hi!h ris& project>
)" 'ost plus percenta!e o% cost
B" 'ost plus incentive %ee
'" ;ump sum
+" .i$ed price plus incentive %ee
E" ' and +
)nser/ '
Hint/ 'ost plus incentives or percenta!e cost may not be economical"
(160) #he technique used under the Luantitative :is& )nalysis that helps to determine hich
ris&s have the most potential impact on the project is called
)" ,ensitivity )nalysis
B" E$pected Monetary value )nalysis
'" Modelin! and ,imulation
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+" E$pert Iud!ment
)nser/ )
Hint/ :e%er PMBOK 5* Pa!e 77* ,ec 33"@"2"2
(161) Project ris& is characteri1ed by three %actors/)" ,everity o% impact* duration o% impact and cost o% impact
B" (denti%ication* type o% ris& cate!ory and probability o% impact
'" :is& event* ris& probability and the amount at sta&e
+" Occurrence* %requency and cost
)nser/ '
Hint/ (t is important to &no the ris& event that can ta&e place* ho much is it probably and hat
ill be its impact i% it occurs"
(162) -ame the ethical code you?ll be required to adhere to as a PMP/
)" PM( Policy o% Ethics
B" PM( 'ode o% Ethical 'onduct
'" PM( 'ode o% Pro%essional Ethics < ,tandards
+" PM( 'ode o% Ethics and Pro%essional 'onduct
)nser/ +
Hint/ PMBOK 5* Pa!e 2* Project Mana!ement (nstitute 'ode o% Ethics and Pro%essional 'onduct
(163) =hich is not another term %or contract>
)" )!reement
B" Purchase Order
'" Proposal
+" Memorandum o% Dnderstandin!
)nser/ '
Hint/ ) proposal is just an o%%er or a bid request"
(164) =hich o% the %olloin! situations describes a violation o% the Project Mana!ement (nstitute
'ode o% Ethics and Pro%essional 'onduct>
)" )cceptin! a !i%t that is ithin the customary !uidelines o% the country or province you
are currently or&in! in"
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B" Dse o% con%idential in%ormation to advance your position or in%luence a critical decision"
'" 'omplyin! ith las and re!ulations o% the state or province in hich project
mana!ement services are provided
+" +isclosin! in%ormation to a customer about a situation that may have an appearance o%
impropriety"
)nser/ B
Hint/ (t?s unethical to use any con%idential in%ormation %or personal !ains"
(165) ou are or&in! in a country here it is customary to e$chan!e !i%ts beteen contractor
and customer" our company code o% conduct clearly states that you cannot accept !i%ts %rom any
client" .ailure to accept the !i%t %rom this client may result in termination o% the contract" #he
action to ta&e in this case ould be/
)" Provide the customer ith a copy o% your company code o% conduct and re%use the !i%ts"
B" E$chan!e !i%ts ith the customer and &eep the e$chan!e con%idential
'" :eport the matter to your project sponsor and Jor your le!al o%%ice %or assistance"
+" )s& the project sponsor or project e$ecutive to e$chan!e !i%ts"
)nser/ '
Hint/ (t is best to share in%ormation ith sponsor* company mana!ement or desi!nated
department"
(166) )n e$ample o% a con%lict o% interest ould be/
)" )s a public o%%icial you ma&e a decision about a contract aard that ill bene%it you
personally
B" ou and a %unctional mana!er disa!ree ith a tas& cost estimate
'" our sponsor decides to cancel your project because it no lon!er supports the company
strate!y
+" our personality con%licts ith that o% a &ey member o% your project team"
)nser/ )
Hint/ Bein! involved in ma&in! decisions that mi!ht a%%ect a person or any o% his personalcontacts
(167) #he strate!ies under the tool o% ,trate!ies %or ne!ative :is&s or #hreats and hich
typically deal ith threats or ris&s that may have ne!ative impacts on project objectives i% they
occur includes all e$cept/
)" )void
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B" Miti!ate
'" #rans%er
+" )ccept
)nser/ +Hint/ :e%er PMBOK 5* Pa!e 7@@* ,ec 33"5"2"3
(168) Project Mana!ers can contribute to their or!ani1ation?s &noled!e base and to the
pro%ession o% project mana!ement most e%%ectively by/
)" +evelopin! and implementin! a project revie and lessons learned process
B" Establishin! strict !uidelines %or protectin! intellectual property
'" Promote the use o% ad hoc project mana!ement
+" Ensurin! that all project plans are developed be%ore the project team is %ormed
)nser/ )
Hint/ )ll project documents can become a part o% OP)"
(169) .or a %estival* you !ive your !overnment client a leather brie% case hich is a!ainst the
la" ou are in violation o% the responsibility to/
)" 'omplete your or& ithin the bud!et
B" 'omply ith re!ulations"
'" Provide accurate in%ormation"
+" ,ave company costs"
)nser/ B
Hint/ Bribin! is ille!al and unethical"
(170) ou have just chan!ed jobs and discovered that your ne employer routinely violates
O,H)JEP) and a%%irmative action requirements on projects" ou should %irst/
)" +o nothin!" (t?s not your problem
B" ,tart by as&in! mana!ement i% they are aare that re!ulations are bein! violated
'" #al& to the corporate le!al department
+" (n%orm the appropriate !overnment a!encies about the violations
)nser/ B
Hint/ :eportin! the issue or brin!in! it up %or discussion is the %irst thin! to do"
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(171) +urin! your assi!nment as project mana!er* you add a ne member to your project team"
#his ne team member as recently hired %rom a competitor and o%%ers to share a substantial
amount o% proprietary in%ormation %rom his previous company" #his in%ormation could put you
and your team in a very stron! position %or %uture business" ou are aare o% a non8compete
clause in the ne hire?s condition o% employment" ou should/
)" )ccept the in%ormation and a!ree to &eep it con%idential beteen you and the ne hire"
B" :evie the condition o% employment ith the ne hire and advise her to reconsider the
o%%er"
'" :evie the in%ormation and only accept only hat may have a direct impact on the
project?s %inancial status"
+" (!nore the o%%er to share and move %orard ith the project
)nser/ B
Hint/ Be%ore proceedin!* you must ensure that no a!reements or re!ulations are breached"
(172) Be%ore reportin! a perceived violation o% an established rule or policy the project mana!er
should/
)" +etermine the ris&s associated ith the violation
B" Ensure there is a reasonably clear and %actual basis %or reportin! the violation
'" (!nore the violation until it actually a%%ects the project results
+" 'onvene a committee to revie the violation and determine the appropriate response
)nser/ B
Hint/ :eport a problem only hen it can be substantiated by clear proo%s"
(173) ) response to a ne!ative ris& event is &non as a/
)" =or& (tem
B" =or& Pac&a!e
'" =or&around
+" =or& brea&don structure
)nser/ '
Hint/ =or&around is de%ined as response to a ne!ative ris& event %or hich no prior response as
planned"
(174) Lualitative :is& )nalysis ill be per%ormed under /
)" (nitiation Process 9roup
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B" Plannin! Process 9roup
'" E$ecutin! Process 9roup
+" Monitorin! and 'ontrollin! Process 9roup
)nser/ BHint/ PMBOK 5* Pa!e 43* Project Mana!ement Process 9roup and Knoled!e area Mappin!
(175) )cquire Project team process ill be per%ormed under/
)" (nitiatin! Process 9roup
B" Plannin! Process 9roup
'" E$ecutin! Process 9roup
+" Monitorin! and 'ontrollin! Process 9roup
)nser/ '
Hint/ PMBOK 5* Pa!e 43* Project Mana!ement Process 9roup and Knoled!e )rea Mappin!
(176) #he objectives o% Project :is& Mana!ement includes
)" #o increase the li&elihood and impact o% positive events
B" #o decrease the li&elihood and impact o% ne!ative events
'" Only )
+" Both ) < B
)nser/ +
Hint/ PMBOK 5* Pa!e 70C
(177) (n a !roup o% @ members* 3 member has been added" Ho many communication channels
are there no /
)" 5
B" 7
'" 30
+" 20
)nser/ '
Hint/ #he %ormula to calculate the number o% communication channels on a project is --836J2*
here -Nthe number o% team membersJsta&eholders
(178) =hich o% the %olloin! statements is correct>
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)" #here are some core processes and some %acilitatin! processes"
B" PM( is not any more responsible %orm PMBOK"
'" PMBOK ill be chan!ed every year in +ecember"
+" -e PMBOK has 30 process !roups and @ processes")nser/ +
Hint/ PMBOK 5* Pa!e 43* Project Mana!ement Process 9roup and Knoled!e )rea Mappin!
(179) =hich o% the %olloin! is not an input to +evelop Project 'harter/
)" 'ontract
B" Project ,tatement o% =or&
'" Enterprise Environmental .actors
+" Or!ani1ational Process )ssets
E" Project Mana!ement (n%ormation ,ystem
)nser/ E
Hint/ )ll e$cept PM(, are inputs in developin! Project 'harter"
(180) =hich o% the %olloin! is a technique used to 'reate =B,/
)" Or!ani1ational Process )ssets
B" +ecomposition
'" =B, +ictionary
+" 'on%i!uration Mana!ement ,ystem
)nser/ B
Hint/ PMBOK 5* Pa!e 304* 'reate =B,
(181) =hich o% the %olloin! is not an input to +e%ine )ctivities process/
)" =B, +ictionary
B" Or!ani1ational Process )ssets
'" Project ,cope ,tatement
+" =or& Brea&don ,tructure
E" ,chedule -etor& #emplates
)nser/ E
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Hint/ )ll but ,chedule -etor& #emplates are inputs to the process
(182 ) =hich o% the %olloin! is not an output o% Estimate )ctivity :esources/
)" )ctivity :esource :equirements
B" :esource Brea&don ,tructure'" :esource 'ate!ories and #ypes
+" :esource Mana!ement Plan
)nser/ +
Hint/ :esource Mana!ement Plan is created as a part o% Plan H:M process
(183) =hich o% the %olloin! is a tool used in Estimate )ctivity +urations/
)" )nalo!ous Estimatin!
B" =or& Brea&don ,tructure #emplates
'" 'ritical Path Method
+" ,chedule -etor& #emplates
)nser/ )
Hint/ )nalo!ous estimatin! is used to estimate activity duration based on historical data"
(184) 'rashin!* and .ast trac&in! are techniques used in the %olloin! process/
)" ,chedule +evelopment
B" )ctivity +e%inition
'" 'reate =B,
+" :esource )llocation
)nser/ )
Hint/ Both are schedule compression techniques
(185) =hich is not a technique used %or Estimate 'osts process/
)" )nalo!ous Estimatin!
B" Bottom8up Estimatin!
'" Parametric Estimatin!
+" endor Bid )nalysis
E" :esource ;evelin!
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)nser/ E
Hint/ :esource levelin! is used in schedule mana!ement and not required in cost estimation"
(186) =hich is not a tool used in Luality Plannin! process /
)" 'ost8Bene%it )nalysisB" Benchmar&in!
'" +esi!n o% E$periments
+" 'ost o% Luality 'OL6
E" Process )nalysis
)nser/ E
Hint/ Process )nalysis is used in Per%orm Luality )ssurance
(187) 6 =hat are three tools used in 'ontrol Luality process/
)" Benchmar&in!* 'ost o% Luality 'OL6 and 'ause and E%%ect +ia!ram
B" 'ost o% Luality 'OL6* 'ause and E%%ect +ia!ram and 'ontrol 'harts
'" 'ontrol 'harts* .lochartin! and Process )nalysis
+" Pareto 'hart* 'ontrol 'harts and 'ause and E%%ect +ia!ram
)nser/ +
Hint/ 'ontrol Luality uses seven basic quality tools
(188) =hich o% the %olloin! Human :esource process !enerates :oles < :esponsibilities/
)" Plan Human :esource Mana!ement
B" )cquire Project #eam
'" +evelop Project #eam
+" Mana!e Project #eam
)nser/ )
Hint/ Plan Human :esource Mana!ement employs :)'( Matri$ to create responsibility chart
(189) 'o8;ocation is a techniques hich means/
)" Placin! many or all o% the most active project team members in the same physical
location to enhance their ability to per%orm as a team"
B" Placin! many or all o% the most active project team members in the same physical
location to reduce the cost o% the project
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'" Per%ormin! a complete project at a sin!le location
+" Per%ormin! a project at various locations"
)nser/ B
Hint/ Bein! co8located means bein! at one place(190) Mana!e ,ta&eholders is a part hich o% the %olloin! &noled!e area/
)" Human :esource Mana!ement
B" Project (nte!ration Mana!ement
'" Project ,cope Mana!ement
+" Project 'ommunications Mana!ement
E" Project ,ta&eholder Mana!ement
)nser/ E
Hint/ Project ,ta&eholder Mana!ement is the &noled!e area that deals ith mana!in!
sta&eholders"
(191) =hich o% the %olloin! is not correct about 'ommunications Mana!ement Plan document/
)" (t contains ,ta&eholder communication requirements
B" (t contains the details o% Person responsible %or communicatin! the in%ormation
'" (t contains .requency o% the communication* such as ee&ly
+" (t contains Methods or technolo!ies used to convey the in%ormation* such as memoranda*e8mail* andJor press releases
E" (t contains total cost o% communication"
)nser/ E
Hint/ #here is no calculation o% communication costs in a project
(192) =hich is not a tool used %or Plan :is& :esponses process/
)" :is& )udits
B" )voidance
'" #rans%er
+" Miti!ate
E" E$ploit
)nser/ )
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Hint/ :is& )udits are not strate!ies or responses %or ris& handlin!
(193) )dvertisin! is a technique used in hich o% the %olloin! process/
)" ,elect ,ellers
B" :equest ,eller :esponses'" 'ontract )dministration
+" 'ontract 'losure
)nser/ B
Hint/ (t is to invite sellers to bid %or contracts
(194) =hich o% the %olloin! de%inition is not correct/
)" Plan Human :esource Mana!ement 8 (denti%yin! and documentin! project roles*
responsibilities* and reportin! relationships* as ell as creatin! the sta%%in! mana!ement
plan"
B" )cquire Project #eam 8 Obtainin! the human resources needed to complete the project
'" +evelop Project #eam 8 (mprovin! the competencies and interaction o% team members to
enhance project per%ormance
+" Mana!e Project #eam 8 #rac&in! team member per%ormance* providin! %eedbac&*
resolvin! issues* and coordinatin! chan!es to enhance project per%ormance"
E" #eam Buildin! 8 .ormin! a team %rom scratch %or a ne project"
)nser/ E
Hint/ #eam buildin! is process o% helpin! people or& ith each other in a team havin! a
common !oal"
(195) =hich o% the %olloin! de%inition is not correct/
)" 'ontract 'losure 8 completin! and settlin! each contract* includin! the resolution o% any
open items* and closin! each contract"
B" Plan Purchases and )cquisitions 8 selectin! a buyer to purchase any product or service"
'" ,elect ,ellers 8 reviein! o%%ers* choosin! %rom amon! potential sellers* and ne!otiatin!
a ritten contract ith a seller"
+" :equest ,eller :esponses 8 obtainin! in%ormation* quotations* bids* o%%ers* or proposals*
as appropriate
E" Plan Procurement 8 documentin! products* services* and results requirements and
identi%yin! potential sellers
)nser/ B
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Hint/ Buyers are never selected"
(196) =hich o% the %olloin! is not correct/
)" PMO 8 Pro!ram Mana!ement O%%ice
B" :B, 8 :esource Brea&don ,tructure'" :)M 8 :esource )ssi!nment Matri$
+" :.P 8 :equest %or Proposal
E" #LM 8 #otal Luality Mana!ement
)nser/ '
Hint/ :)M re%ers to :esponsibility )ssi!nment Matri$
(197) =hich o% the %olloin! is not correct /
)" 'ost o% Luality 'OL6/ +eterminin! the costs incurred to ensure quality
B" 'rashin!/ ) speci%ic type o% project schedule compression technique per%ormed by ta&in!
action to decrease the total project schedule duration"
'" #otal Luality Mana!ement/ ) common approach to implementin! a quality improvement
pro!ram ithin an or!ani1ation
+" :is& :e!ister/ #he ris& re!ister details all identi%ied ris&s* includin! description* cate!ory*
cause* probability* impact on objectives* proposed responses* oners* and current status"
E" ,imulation/ prototypin! o% a project to chec& i% proposed desi!n ill or& or not"
)nser/ E
Hint/ ,imulations are mostly used in estimation" ,ee 9lossary de%inition on Pa!e 542* PMBOK 5
(198) Most schedule simulations are based on some %orm o% hich o% the %olloin!>
)" +elphi
B" PE:#
'" 'PM
+" Monte 'arlo )nalysis
)nser/ +
Hint/ PMBOK 5* Pa!e 30* ,imulation is most commonly done usin! Monte 'arlo analysis
(199) =hat is critical path>
)" #he shortest path throu!h the netor&* hich represents the lon!est amount o% time in
hich a project can be completed"
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B" #he path ith 1ero %loat"
'" #he lon!est path throu!h the netor&* hich represents the shortest amount o% time in
hich a project can be completed"
+" #he path ith the most activities ith the lon!est durations"
E" b and c
)nser/ '
Hint/ 'ritical path is lon!est path and shortest amount o% time in hich a project can be
completed"
(200) (n the communication process* FnoiseF is the ord used to describe %actors and %orces
inhibitin! the e$chan!e o% in%ormation beteen to or more parties" -oise includes all o% the
%olloin! but
)" 'ulture
B" Behavior
'" ;an!ua!e
+" #raditional ay o% doin! thin!s
E" ;oud tal&in!
)nser/ E
Hint/ -oise doesn?t mean loudness" (t is about any barrier in communication"